{"id":10369,"date":"2025-06-06T12:10:00","date_gmt":"2025-06-06T11:10:00","guid":{"rendered":"https:\/\/salomons.coach\/?p=10369"},"modified":"2025-11-15T16:51:38","modified_gmt":"2025-11-15T15:51:38","slug":"cameras-on-or-off-what-really-happens-in-virtual-meetings-and-why-it-matters-for-listening-energy-and-connection","status":"publish","type":"post","link":"https:\/\/salomons.coach\/en\/cameras-on-or-off-what-really-happens-in-virtual-meetings-and-why-it-matters-for-listening-energy-and-connection\/","title":{"rendered":"Cameras On or Off? What Really Happens in Virtual Meetings \u2014 and Why It Matters for Listening, Energy, and Connection"},"content":{"rendered":"\n

A desktop study to conclude when en when not to use the camera in virtual meetings<\/strong><\/h3>\n\n\n\n

I\u2019ve often wondered why, in some virtual meetings, I listen better when the camera is off<\/strong>.
As a coach, I rely heavily on facial expressions<\/strong>, micro-reactions, and subtle energy shifts. These cues help me feel the person behind the words. Yet there are moments when I switch the camera off \u2014 and something surprising happens: I hear more deeply.<\/p>\n\n\n\n

It\u2019s counterintuitive. In a world that celebrates \u201cvisibility\u201d and \u201cengagement,\u201d turning the camera off almost feels taboo. But recent research from leading institutions like Harvard Business Review<\/strong>, MIT Sloan<\/strong>, Stanford University<\/strong>, and Harvard Business School<\/strong> shows that this paradox might actually make sense.<\/p>\n\n\n\n

So, I did a desktop study, using some AI’s (ChatGPT, Le Chat, Copilot) to perform a desktop study quickly and mix this with my personal experiences. I work in an international corporate (ASML) as well as in my own business, where I mainly coach one on one, and often virtually. I wanted to understand better what the role of the camera is in various situations.<\/p>\n\n\n\n

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The Hidden Cost of Being Always \u2018On\u2019<\/strong><\/h2>\n\n\n\n

Harvard Business Review published a study titled \u201cResearch: Cameras On or Off?\u201d<\/em> which found that virtual meeting fatigue isn\u2019t just caused by too many meetings \u2014 it\u2019s strongly linked to having the camera on<\/strong>\u00b9. The cognitive load of managing facial expressions, posture, and background, while maintaining a professional presence, significantly increases exhaustion.<\/p>\n\n\n\n

MIT Sloan Management Review confirms this from a neurological perspective. Their article \u201cVirtual Meetings and Your Brain\u201d<\/em> reports EEG and ECG evidence that video meetings create higher mental strain and sustained stress responses<\/strong> than in-person conversations\u00b2.
Your brain is working harder to interpret flattened visual cues and delayed micro-signals, even though your eyes and ears think you\u2019re just \u201ctalking on screen.\u201d<\/p>\n\n\n\n

It\u2019s not just the quantity of meetings that drains us \u2014 it\u2019s the constant performative awareness<\/strong> of being visible.<\/p>\n\n\n\n

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When Cameras Help \u2014 and When They Don\u2019t<\/strong><\/h2>\n\n\n\n

Of course, visibility has its benefits.
In small groups or coaching settings, eye contact and facial expression<\/strong> strengthen trust, empathy, and rapport. Harvard Business School research on virtual teams shows that visual connection helps build psychological safety and shared understanding\u00b3 \u2014 both essential in coaching and leadership development.<\/p>\n\n\n\n

But context matters.
When meetings are informational, operational, or cognitively heavy, cameras can actually hinder deep listening. MIT\u2019s cognitive research suggests that people absorb information more accurately and reflectively when the visual channel is simplified<\/strong>, freeing mental bandwidth for meaning rather than self-presentation\u2074.<\/p>\n\n\n\n

In other words:
Sometimes turning the camera off allows the brain \u2014 and the person \u2014 to truly listen.<\/p>\n\n\n\n

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One-on-One vs. Group Meetings: It\u2019s Not the Same Brainwork<\/strong><\/h2>\n\n\n\n

Emerging research from Stanford University<\/strong> and Harvard Business Review<\/strong> reveals that virtual meeting fatigue isn\u2019t uniform \u2014 it depends heavily on the number of participants<\/strong> and the social context<\/strong>.<\/p>\n\n\n\n

In 1-on-1 settings<\/strong>, cameras foster genuine connection. The Stanford Virtual Human Interaction Lab (Jeremy Bailenson, 2021) found that small, dyadic video calls enable eye-gaze coordination and empathy synchronization<\/strong>, supporting deeper trust and mutual regulation\u2075. These conversations mirror face-to-face communication and are ideal for coaching, mentoring, or feedback sessions.<\/p>\n\n\n\n

But in multi-participant meetings<\/strong>, the same visual connection becomes a source of overload. The brain attempts to monitor and interpret multiple faces simultaneously<\/strong>, each perceived as being in close personal space \u2014 something it was never designed to do. The result: cognitive fatigue, divided attention, and emotional depletion.<\/p>\n\n\n\n

Harvard Business Review adds that people in group meetings experience higher self-presentation anxiety<\/strong> and a stronger sense of being watched\u2076. This effect is intensified in hierarchical or mixed-status meetings \u2014 for example, when direct reports are on screen with senior leaders. The presence of many cameras magnifies social comparison, hierarchy awareness, and impression management.<\/p>\n\n\n\n

MIT Sloan\u2019s findings reinforce this: multi-person video meetings demand constant decision-making about where to direct attention<\/strong> and when to speak, which disrupts listening depth and empathy accuracy\u2077.
In contrast, one-on-one settings allow participants to focus fully on meaning, tone, and emotion \u2014 the core ingredients of real connection.<\/p>\n\n\n\n

The implication is clear:
Virtual presence does not scale linearly<\/strong>. What builds trust and connection in a one-on-one conversation can drain energy and attention in a large group.<\/p>\n\n\n\n

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The Equity Dimension: Not Everyone Feels Safe Being Seen<\/strong><\/h2>\n\n\n\n

There\u2019s also a human-equity angle. Research from the University of Arizona, cited in HBR, shows that women and junior employees report higher fatigue and pressure to appear presentable<\/strong> on video\u2078.
When organizations enforce \u201ccamera-on\u201d policies, they may unintentionally increase stress and self-consciousness, especially for those balancing home contexts, caregiving, or cultural discomfort with constant visibility.<\/p>\n\n\n\n

As coaches and leaders, we must remember: psychological safety includes the freedom to choose visibility.<\/strong><\/p>\n\n\n\n

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Beyond Fatigue: How the Camera Shapes Connection<\/strong><\/h2>\n\n\n\n

Harvard\u2019s research also reveals that camera presence changes how others perceive<\/em> you. Participants with cameras off were often seen as less engaged or less leadership-ready<\/strong>, even when their contributions were equal\u2079. Visibility signals presence, and absence risks misinterpretation.
So, turning the camera off can deepen your listening, but it may also reduce your perceived influence in the virtual room.<\/p>\n\n\n\n

The paradox is clear:
Camera on \u2014 higher connection, but higher fatigue.<\/strong>
Camera off \u2014 lower stress, but potential loss of visibility.<\/strong><\/p>\n\n\n\n

So what\u2019s the way forward?<\/p>\n\n\n\n

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Intentional Use of Cameras: A New Virtual Etiquette<\/strong><\/h2>\n\n\n\n

From my experience coaching leaders and teams worldwide, the solution isn\u2019t about rules \u2014 it\u2019s about intention<\/strong>.<\/p>\n\n\n\n

Here\u2019s how I apply it:<\/p>\n\n\n\n